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Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
Fox Cities Managers   Sep 2009
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Fox Cities Managers Sep 2009

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Tony Wickham presents some great principles to help guide you through change management.

Tony Wickham presents some great principles to help guide you through change management.

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  • Read through the business initiatives: Ask : What initiative up on this slide has not impacted you here at this facility? Say : Think about the other initiatives that aren’t even captured on this slide.
  • CAP began as a CEO-sponsored initiative in 1992. A design committee, led by Crotonville’s team and comprised of both external consultants and internal GE process leaders of change, was chartered to create a process that would accelerate Work-Out TM self-sufficiency efforts, transfer best practices around leading change, and enhance the capabilities of GE leaders to initiate and lead change efforts. The design team identified the following equation as the basis of how CAP can be applied to a change initiative. Q = Quality of your change effort; technical strategy ; the new process A = The acceptance or cultural strategy that we need to adopt to make the change effective. (Buy in) E = The effectiveness of the change initiative. As your organization starts to implement the Q side of the change initiative, this needs to be complemented by a focus on the A side. For example, the CAP framework and tools (‘A”) are used to support Six Sigma methodology (“Q”) to drive quality. During 1992-1995, 80 GE business teams (close to 1000 people) experienced the CAP process; an additional 400 “GE / Partner” teams have been through a CAP orientation workshop. As CAP has progressed, there has been a major effort to internalize the process. Over 500 GE employees have been trained to be CAP coaches. These internal process consultants work with CAP teams, both within their own business and others, and are a critical ingredient to the overall success of the CAP experience.
  • Say : The answers to these questions are critical. They help paint the picture. If these four questions can be answered clearly and concisely, resistance to change could be minimized. The question that needs to be answered more clearly since resistance is always tied to it is “How will it affect me?” There are two keys to reducing resistance to change. Your ability to clearly and concisely describe how this change will not only benefit (expectations) the population but also what are clearly some real or perceived drawbacks of this change. Be proactive in recognizing that change, in many cases, is viewed negatively and that if you can be fair in addressing all aspects of this change, individuals levels of resistance will be reduced. Allow some level of influence over the change process. If there is perceived control of this process (however minimal) the resistance to change will be lessened. The greater the level of information you can provide at this point, the greater the level of acceptance of this change. Vague, unclear or minimal (accurate) information will typically lead to higher anxiety and greater resistance to change. You can never spend enough time painting the picture. Each productive minute spent painting the picture will reap benefit by reducing resistance and anxiety of those individuals most affected.
  • Transcript

    • 1. September 8, 2009 Change Management Tony Wickham
    • 2. Time Description Person(s) 6:00 Introductions All 6:10 Group Business Chuck Tomasi 6:20 Change Management Tony Wickham 7:15 Future topics Chuck Tomasi 7:30 Open discussion/Networking All
    • 3.
    • 4.
      • Website review
      • Help: Keep discussions updated on LinkedIn
      • Spread the word
        • Mention on twitter/Facebook/LinkedIn
    • 5. Presented to Fox Cities Managers September 8, 2009 Tony Wickham
    • 6.
    • 7.
      • Process of bringing individuals, teams and organizations from their current state to the point of ownership of the future state and performing at high levels.
    • 8.
      • New production processes, procedures and equipment
      • Redefined organizational culture to be more supportive of corporate objectives
      • Complying with new government regulations
      • Cost containment programs
      • Reengineering business processes
      • Increased global expansion and competition
      • Major Reorganization Plans
      • Integrating customer service focus throughout the organization
      • Turmoil associated with mergers, acquisitions, sell-offs, closings, etc.
      • Building empowerment and employee involvement
      • Establishing new products and markets
      • Total quality management processes
      • Information systems as integral parts of business and production strategies
    • 9.
      • Change Acceleration Process (CAP)
      • Sponsor Alignment
      • Project Team Alignment
      • Organization / Individual Alignment
    • 10. Q x A = E The Challenge: Do It With Speed Effectiveness Quality (Technical Strategy) Acceptance (Cultural Strategy) Strategic Initiatives Change Acceleration Process The Change Equation
      • CAP is not only useful for:
          • Driving culture change
          • Changing systems & structures
      • It has proven useful for:
          • Testing the quality of the technical strategy
          • Refining the technical strategy
      The A The Q
    • 11. Change Acceleration Process: A Model for Change SYSTEMS AND STRUCTURES CURRENT STATE TRANSITION STATE IMPROVED STATE Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last Monitoring Progress LEADING CHANGE
    • 12. Identify Key Business Initiatives Identify Teams & Project Apply CAP approach to project Continue Ongoing Project Work Completed Project PROJECT SCOPING MEETINGS WORKSHOP PREPARATION STRUCTURED Change PROGRAM FOLLOW-UP MEETINGS PROJECT ACTIVITY Change Workshop : One Part Of An Ongoing Process….. Change WORKSHOP 4-6 WEEKS 2-3 DAYS 12 WEEKS + Change Programs Require Strong Commitment & Sponsorship from Top Management Change Timeline
    • 13.
      • How to get people to care about what you feel is important
      • Rules of Thumb
        • Find out what is important to the other person
        • Support others in achieving their goals
        • Share what you care about
    • 14.
      • Key issues when people are preparing for change:
          • “ What will happen?”
          • “ When?”
          • “ Why are we doing this?”
          • “ How will it affect me?”
        • People need...
        • new expectations to anticipate what will happen in the unfamiliar environment.
        • some measure of influence over what will happen to them.
    • 15.
    • 16.
      • What are the key things the project team will be responsible, needs from the project sponsor?
    • 17.
      • Project Team Needs
        • Clear business purpose
        • Clear objective
        • Clear deliverables
        • Resource support
        • Budget
        • Schedule
        • Identify key stakeholders
        • Risks
        • Constraints
      Clarity on elements that clarify the project purpose and boundaries Leadership support
    • 18.
    • 19. Meeting the Collective Need
    • 20.
      • What are the key things a project team needs to align with and own the project it will be responsible?
    • 21.
      • Team Alignment Needs
        • Project Purpose / Mission
        • Project Leader
        • Project Sponsor
        • Business Rationale
        • Key deliverables / Milestones
        • Resources
        • Scope
        • Individual roles on team
        • Success measures
      Represents elements of a Project Scope Contract
    • 22. Teams That Work FV-8 LEADERSHIP RELATIONSHIPS METHODS
    • 23. The Team Must… FV-9 L R M Clarify expectations Build support & sponsorship Keep channels of communication open Negotiate for resources Champion team successes Report progress Work Together Effectively
    • 24.
          • Leadership
          • Is united in a commitment to accomplish a common goal(s).
          • Values and capitalizes on the unique skills, knowledge, experience and individual differences of each team member.
          • Has a positive view of change and a process to manage it.
      An Optimum Team FV-6
    • 25. An Optimum Team
          • Relationships
          • Has clearly defined norms and ground rules, which guide the team’s behavior.
          • Communicates openly in a supportive, yet candid manner and views conflict as positive and manages it appropriately.
          • Recognizes and rewards team and individual accomplishments.
      FV-6
    • 26.
          • Methods
          • Uses consistent yet flexible team operating procedures.
          • Recognizes the importance of thoroughly integrating new team members into the team.
          • Regularly monitors and evaluates team performance.
      An Optimum Team FV-6
    • 27.
    • 28. Meeting the Unmet Need
    • 29.
      • What are the key things the Organization needs to align with and own the project it will be responsible?
    • 30.
      • Business rational
      • Organization Design / Role changes
      • Change Communication
      • Training / Simulation
      • Input to change – either design or plan
      Project plan implications can be significant
    • 31.
      • What are the key things Individuals need to align with and own the project they are responsible?
    • 32.
      • Business rational
      • Organization Design / Role changes (start, stop, continue)
      • Change Communication
      • Training / Simulation
      • Input to change – either design or plan
      • Personal Implications of the change (e.g. job security, role preferences, etc.)
      Impact change readiness and degree of ownership
    • 33. Fear Depression Denial/Doubt COMPLIANCE ACCEPTANCE Uncertainty F.U.D. Anger Complaining ADJUSTMENT Bargaining Reframing Testing Planning Action Excitement Commitment Pride ©Footprints Consulting and Training All rights reserved. CHANGE INTRODUCED YOU ANNOUNCE CHANGE You Your People
    • 34. EXCITEMENT FOCUS IMPLEMENTATION DETERMINATION GROWTH Personal Change Model ©Footprints Consulting and Training All rights reserved.
    • 35.
      • Information (expectations)
      • Documentation (manuals)
      • Feedback
      • Job aids (quick references)
      • Workplace design
      • Organizational structure
      • Permission (authority) to perform
      • Consequence Management (rewards & punishments)
      • Training
      From R.F. Mager’s What Every Manager Should Know About Training , CEP Press
    • 36.
    • 37.
      • Behaviors
      • Met Needs
      • I Know
      • I Can
      • I Care
      • Clear Vision
      • Compelling Reason
      • Knowledge
      • Skills
      • Processes
      • Systems
      • Leaders Demonstrate Commitment
      • WIIFM
    • 38.
    • 39.
      • Leadership Journey
      • Leadership Effectiveness
      • Conflict Resolution
      • Change Management – Team Alignment
      • Change Management – Organization Alignment
      • Team Performance
        • www.praxilient.com/training/
    • 40.
    • 41.
      • Web site
        • http://www.foxcitiesmanagers.com
      • Linke
        • http://www.linkedin.com/groups?gid=1819730
    • 42. 2 nd Tuesday of Each Month Date Topic October 13 Effective Mentor Relationships November 10 Communications – Paul Vidmar December 8 Non-verbal communications January 12 DISC – Karen Baker February 9 Excel – Lookups and Pivot Tables March 9 Personal productivity (GTD intro) April 13 Email management
    • 43.
      • We appreciate you taking time out of your busy schedule and spending it with us to improve yourself and your organization

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